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Self Report 2018

The self-report on WHS Commitments below is organized according to the 24 transformations of the Agenda for Humanity. It is based on commitments pledged at the time of report submission. Click on the 'Expand' symbol to expand each section and read the reporting inputs by transformation.

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  • 1B
    Act early

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision will continue to pursue a common data sharing platform for conflict analysis with UN and NGO partners.
    • Operational
    • Political Leadership to Prevent and End Conflicts

    • World Vision will continue to share conflict and context analysis tools and data with the humanitarian sector and seek to always work in partnership with other actors. It will strive to 'make success visible' and share research and learning to demonstrate how contextual analysis and understanding improves humanitarian effectiveness.


    • Operational
    • Political Leadership to Prevent and End Conflicts
    • World Vision will ensure that 50% of operational humanitarian staff are certified in an accepted conflict-sensitivity standard.
    • Capacity
    • Political Leadership to Prevent and End Conflicts

    Core Commitments (2)

    • Commitment
    • Core Responsibility
    • Commit to act early upon potential conflict situations based on early warning findings and shared conflict analysis, in accordance with international law.
    • Political Leadership to Prevent and End Conflicts
    • Commit to make successful conflict prevention visible by capturing, consolidating and sharing good practices and lessons learnt.
    • Political Leadership to Prevent and End Conflicts
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    1. Actively engaged in pursuing common data sharing platform for conflict analysis with United Nations (UN), non-governmental organization (NGO) partners. Through United Kingdom (UK) based START network, World Vision and partners shared context analysis results, working jointly on preparedness.
    2. World Vision assumed the 2017-18 coordination role of the Conflict Sensitivity Community Hub (CSC-Hub), interagency network (international non-governmental organizations( INGOs), think tanks, donors) working on conflict sensitivity. The Hub shares information, human resource expertise and best practices by documenting case studies of context analysis impact.
    3. Conducted 12 micro and macro conflict analysis exercises in 10 countries (incl. Central African Republic (CAR), Democratic Republic of Congo (DRC), Kenya, Sri Lanka, Iraq, Jordan, Niger, Philippines, Turkey, Uganda). These involved 1,200+ girls, boys, women, men including community members, professional aid workers, government officials. A third of analyses were conducted as inter-agency exercises. Examples include:
      • In February 2017 World Vision’s Making Sense of Turbulent Contexts (https://www.wvi.org/making-sense-turbulent-contexts/publication/what-mstc) tool was used in coordination with other INGOs and UN agencies in Sri Lanka.
      • June 2017, the UK based START Network funded an interagency Good Enough Context Analysis for Rapid Response (GECARR) in Kenya, co-led by World Vision and 10 other agencies in anticipation of the election period.
      • July 2017, in the DRC, World Vision partnered with OCHA on a GECARR in the Kasai region; results were beneficial to both organizations as well as the humanitarian community as a whole in the region.
    4. Trained at least 50 operational staff in conflict analysis to a standard where they can conduct analysis by themselves. At least 20 of these are able to train others on conflict analysis processes.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    • By applying processes/indicators developed to measure WHS commitments specifically.
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    •    Monitoring six months after context analysis to measure impact on response planning, adaptive strategies, functional departments.
    •    Inclusion of success indicators in individual performance agreements, measuring staff performance.
    •    Measuring increase in the pool/roster of staff are able to conduct context analysis processes.
    •    Number of interagency context analysis

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Information management/tools
    B. How are these challenges impacting achievement of this transformation?

    • Demand to conduct conflict analysis higher than supply of qualified leads. Limited pool of trainers restricts speed of certification of new facilitators.
    • Few donors able to fund multi-agency context analysis on short notice for rapid response.
    • Challenge of “Business as Usual”. Lack of investment in interagency platforms and information sharing processes.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. Publish case studies of conflict analysis learnings.
    2. Brief Peace Exchange partners on meta-trends of World Vision’s Do No Harm assessments.
    3. Advocate for common conflict analysis platform at the Office for the Coordination of Humanitarian Affairs' (OCHA's) Humanitarian Networks and Partnership Week.
    4. Seek funding to increase coordination capacity for context analysis and conflict sensitivity platforms, including Conflict-Sensitivity Community Hub (CSC-Hub) and OCHA-coordinated fora.
    5. Integrate context analysis in single/multi-agency grants.
    6. Continue to train staff to lead context analysis processes (both World Vision and external).

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    • Include context analysis in consortia programming with bias toward rapid response.
    • Strengthen interagency exchange through platforms (see CSC-Hub) and invest funding in platforms to increase footprint, impact, knowledge management.
    • Develop inter-agency roster of staff able to provide context analysis capacity to organizations who don't have it or who have gaps in their capacity.
    • Include context analysis in single/multi-agency grants.
    • Include budget for context analysis capacity building in grants.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    Crisis Mappers and howtobuildpeace.org have convened humanitarian, peacebuilding, and technology partners for several years to improve context analysis processes using different databases/tools/GIS systems. World Vision continues to invest in digital transformation initiatives that allow our own conflict analysis data to be aggregated, analyzed, and shared.

  • 1C
    Remain engaged and invest in stability

    Joint Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision will implement the "Peace Promise: commitment to more effective synergies among peace, humanitarian and development actions in complex humanitarian situations", a joint commitment to the WHS.
    • Policy
    • Political Leadership to Prevent and End Conflicts

    Partners: Alliance for Peacebuilding, American Friends Service Committee (AFSC), CARE, Catholic Relief Services, Conciliation Resources, Cord, Human Appeal, International Alert, Interpeace, MercyCorps, Peace Direct, Saferworld, Search for Common Ground, Secretary-General's Envoy on Youth, Special Representative of the General for Children and Armed Conflict, Special Representative of the Secretary-General on Sexual Violence in Conflict, UNICEF, United Nations Department of Political Affairs, United Nations Development Programme, United Nations Peacebuilding Support Office, United Nations Population Fund, UN Women, World Bank, World Food Programme .

    • Commits to support the realization of The Peace Promise, which is a set of five commitments to develop more effective synergies among peace, humanitarian and development actions in complex humanitarian situations in order to end human suffering by addressing the drivers of conflict.


    • Policy
    • Political Leadership to Prevent and End Conflicts

    Partners: International Alert, CDA Collaborative Learning Projects, Peace Direct, Conciliation Resources, Human Appeal, American Friends Service Committee (AFSC), United Nations World Food Programme (WFP), CARE International, Alliance for Peacebuilding, Cord, Interpeace, Saferworld, Search for Common Ground, UN Secretary-General’s Envoy on Youth, UN Special Representative of the Secretary-General on Sexual Violence in Conflict, UNESCO, United Nations Department of Political Affairs, World Bank, Initiatives of Change International, Women for Women International

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision will maintain a current roster of no less than three certified experts in local conflict analysis who are deployable.
    • Capacity
    • Political Leadership to Prevent and End Conflicts

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to address root causes of conflict and work to reduce fragility by investing in the development of inclusive, peaceful societies.
    • Political Leadership to Prevent and End Conflicts
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    1. World Vision participated in formal consultations contributing to UN-World Bank ‘Pathways for Peace’ report and UN Secretary-General’s ‘Sustaining Peace’ report.
    2. In 2017, World Vision launched a global strategy across all offices, which commits the whole organisation to increase its financial investment in fragile contexts to 21% by 2020 (ourpromise2030.org/wp-content/uploads/2017/03/World-Vision-Strategic-Priorities.pdf).
    3. The new strategy led to the design of a Fragile Contexts Programme Approach and Theory of Change that bridge World Vision’s peace, humanitarian and development theories of change, project models, and staffing in complex humanitarian situations. This approach unites interventions around resilience based outcomes for child wellbeing across survival, adaptation, recovery, and thriving into one agile framework. It also commits the organisation to practice effective synergies internally and partner externally across the peace, humanitarian and development sectors. This approach is directly in line with the Peace Promise.
    4. As part of maintaining its roster, during 2017, World Vision invested in training its own staff, partners, and consultants in context analysis. Examples include:
      • Good Enough Context Analysis for Rapid Response (GECARR), ten World Vision staff and five NGO UN partners trained as facilitators who can be deployed. (www.wvi.org/peacebuilding-and-conflict-sensitivity/publication/good-enough-context-analysis-rapid-response).
      • Making Sense of Turbulent Contexts, six World Vision staff and six partners certified as expert facilitators deployable to different contexts to conduct context analyses. (www.participate-mstc.net).
      • Integrating Peacebuilding and Conflict Sensitivity (including Do No Harm), World Vision has a pool of five deployable staff. In 2017, several hundred staff and partners completed an online course in Do No Harm published by World Vision.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • World Vision created robust internal reporting mechanisms to measure commitments to expansion in fragile contexts, including funding and impact targets, as well as the Peace Promise.
    • Through measuring the increase in the pool/roster of staff and partners able to conduct context analysis processes to a world-class standard.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Data and analysis
    • Funding amounts
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    B. How are these challenges impacting achievement of this transformation?

    Merging peace, development and humanitarian objectives could jeopardise humanitarian impartiality and independence, and reduce the short-term impact and effectiveness of some humanitarian interventions. Increased targeting of humanitarian workers by armed actors and growing restrictions on NGO operations by host governments globally is impeding potential peace, development, humanitarian synergy.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. Socialise World Vision's new strategic approach at the World Bank Fragility Forum in 2018.
    2. Conduct field validation of Fragile Contexts Programme Approach and test new private fundraising approaches for complex humanitarian situations.
    3. Continue to invest in programs for children that blends peace, humanitarian, development disciplines.
    4. Expand blended learning to reach more staff and partners.
    5. Complete translation of context analysis training materials to French, Spanish, and Arabic.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    • Multilateral/bilateral donors should establish new funding modalities for complex protracted crises that align humanitarian, development, peacebuilding outcomes.
    • Include context analysis in consortia planning and programming, with bias toward rapid response.
    • Develop inter-agency roster of staff able to provide context analysis capacity to organizations who do not have it or who have gaps in their current capacity.

     

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    • World Vision designing and implementing Fragile Contexts Programme Approach and Theory of Change that bridges peace, humanitarian and development theories of change, project models, and staffing in complex humanitarian situations. This approach unites interventions around resilience based outcomes for child wellbeing across survival, adaptation, recovery, thriving into one agile framework.

    Keywords

    Humanitarian principles, Humanitarian-development nexus

  • 1D
    Develop solutions with and for people

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision will work to prevent, diminish, and resolve conflicts, whether or not these have a religious component, and to promote reconciliation; support local faith actors to strengthen their capacity, so that aid becomes locally owned and led; build on faith assets and faith infrastructure in communities, in partnership with other actors, to provide sustainable solutions to humanitarian crises.
    • Operational
    • Political Leadership to Prevent and End Conflicts

    • World Vision will work with faith actors, civil society and youth to establish and support platforms for dialogue, conflict prevention, humanitarian response and social cohesion, as well as to promote "constituencies of peace and non-violence".


    • Operational
    • Political Leadership to Prevent and End Conflicts
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    1. On 16-19 October, 2017 in Sri Lanka, World Vision co-convened a Forum on ‘Localizing Response to Humanitarian Need’ with faith based organisations and  non-governmental organizations (NGOs), including the Joint Learning Initiative, ACT Alliance, Islamic Relief Worldwide, Muslim Aid, Partnership for Faith and Development, World Council of Churches, World Evangelical Alliance, Soka Gakkai International, and other faith based organisations. The forum was attended by 142 people from 36 countries.
    2. The Forum focused on identifying good practice, scale up of engagement with local faith communities. Sessions included: Conflict and Peacemaking, Disaster Response, Refugees/Forced Migration, Disaster Risk Reduction and Resilience, Gender Based Violence, Children and Health.
    3. World Vision supported four local faith leaders to participate and speak at the Forum and served as the Rapporteur for Children at the Forum delivering case studies on inter-faith engagement in Central African Republic and the Philippines. Additional information: https://lrf2017.org/sessions/conflict-peacemaking-panel/#32166; https://lrf2017.org/sessions/what-is-needed-what-resources-are-available-what-is-next/#32430; https://drive.google.com/file/d/0B86WzMArzAFfQlU0MzZzR3Q0ZFU/view
    4. Published ‘Do No Harm for Faith Groups’ co-developed by World Vision and Islamic Relief (www.wvi.org/peacebuilding-and-conflict-sensitivity/publication/do-no-harm-faith-groups-christian-muslim-edition)
    5. Convened conflict-sensitivity workshops focused on faith leaders using the 'Do No Harm for Faith Groups' guidance:
      • 5-7 September 2017, Erbil, Iraq with 15 local faith leaders from host and internally displaced people (IDP) communities
      • 14-17 April 2017, Bangui, Central African Republic, with 30 faith leaders from Muslim, Protestant and Catholic traditions and other participants

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Measuring number of inter-faith and youth peace workshops/number of attendees.
    • Partnerships with others, currently with Joint Learning Initiative (https://jliflc.com/) to gather and promote evidence base for work with the faith community to effectively meet the needs of refugees and forcibly displaced and prevent and respond to conflict.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Field conditions, including insecurity and access
    • Funding amounts
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    • Field conditions remain difficult. Gender gap still high. Many traditional faith groups exclude women from leadership. Nevertheless, in the Central African Republic and Iraq the determination of local groups insured gender parity to overcome some of the challenges.
    • Funding for critical inter-faith and faith-driven social cohesion programmes is very low and not prioritised by donors.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    • In October 2018 hold and co-organise a Global Christian Forum on Children on the Move (IDPs, refugees, migrants) with Anglican Alliance, Caritas in Veritate International, the Joint Learning Initiative on Faith and Local Communities, Micah Global, the Salvation Army, World Council of Churches, World Evangelical Alliance.
    • Formally launch of the Do No Harm for Faith Groups.
    • Continue to gather and promote evidence base for faith community engagement to prevent/end conflict, effectively meet needs of refugees/forcibly displaced.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    • Ongoing engagement and support of humanitarian actors and donors to implement the 'Call to Action' developed during the Local Religious Forum in 2017: https://drive.google.com/file/d/0B86WzMArzAFfQlU0MzZzR3Q0ZFU/view
    • Active, context appropriate engagement with and inclusion of the faith community in humanitarian response, conflict prevention and reconciliation efforts by decision makers and donors.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    Keywords

    Local action, Religious engagement

  • 2B
    Ensure full access to and protection of the humanitarian and medical missions

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision commits to increasing transparency about the external and internal constraints in applying humanitarian principles. This may include peer to peer lesson learning, independent monitoring and third party verification as well as internal policies and training and accountability mechanisms.
    • Operational
    • Uphold the Norms that Safeguard Humanity

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to promote and enhance efforts to respect and protect medical personnel, transports and facilities, as well as humanitarian relief personnel and assets against attacks, threats or other violent acts.
    • Uphold the Norms that Safeguard Humanity
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    1. World Vision released a 'Learning Report: Innovation and Adaptation: meeting humanitarian needs in fragile and conflict contexts' that captures World Vision’s learnings through real-time evaluations and case studies carried out in more than 10 fragile and conflict-affected contexts. The report includes examples of how World Vision adapts its programming to meet the needs of children in these contexts, including in South Sudan, the Central African Republic, the Kurdistan Region of the Republic of Iraq, Syria and Uganda. It can be found here: https://www.wvi.org/disaster-management/publication/innovation-and-adaptation-meeting-humanitarian-needs-fragile-and-conflict-contexts
    2. In the current reporting period World Vision conducted Real Time Evaluations and Lessons Learnt in the following Response contexts:
      • January 2017: Turkey/Syria
      • January 2017: Uganda West Nile Refugee Response
      • February 2017: South Sudan Lessons Learned
      • March 2017: Ecuador Lessons Learned
      • June 2017: Lake Chad Basin Lessons Learned

     

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • Other: Learning shared through inter-agency research networks such as ALNAP
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Number of Real Time Evaluations conducted and action plans implemented by humanitarian response offices based on evaluation recommendations.
    • Prevalence of use and perception surveys of usefulness of internal learning tools.


    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Field conditions, including insecurity and access
    • Human resources/capacity
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    See full findings on challenges in the World Vision Learning Report: Innovation and Adaptation: meeting humanitarian needs in fragile and conflict contexts: https://www.wvi.org/disaster-management/publication/innovation-and-adaptation-meeting-humanitarian-needs-fragile-and-conflict-contexts

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    • Developing a dissemination plan and engagement strategy for sharing the findings of the World Vision Learning Report with the humanitarian community and donors.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    • World Vision learning report recommends improvements for the sector and the organisation in the following areas:
      • Context: Understand the operating context and develop community trust
      • Cohesion: Implement a rights-based approach and strengthen social cohesion from the start
      • Children: Keep children at the center
      • Culture: Create a flexible, agile organizational culture that equips the right staff for the right job
      • Care: Systematise proactive security

    Keywords

    Protection

  • 2D
    Take concrete steps to improve compliance and accountability

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • World Vision commits to invest in a five year global campaign to address violence against children including in natural disasters and protracted crises, through investment in child protection, linked to education in emergencies, child protection systems strengthening, empowerment and advocacy, including investment in research and learning to strengthen the evidence base for the most effective interventions.


    • Advocacy
    • Uphold the Norms that Safeguard Humanity
    • World Vision will continue to advocate for accountability and unequivocal respect of international humanitarian law and international human rights law, particularly the UN Convention on the Rights of the Child and its Optional Protocols and UN Security Council resolutions on children and armed conflict, as well as for the full respect and protection of health workers and health facilities.
    • Advocacy
    • Uphold the Norms that Safeguard Humanity

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to promote and enhance respect for international humanitarian law, international human rights law, and refugee law, where applicable.
    • Uphold the Norms that Safeguard Humanity
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    Other-2D

    1. As part of World Vision's commitment to a five year global campaign to end violence against children over half (34) of World Vision Field Offices launched their national campaigns with high-level events and decision makers, leading conversations on social media.
    2. The Presidents of Senegal, Peru, Nepal, the Vice-President of Costa Rica and the Queen of Lesotho have led national and regional launch events, making pledges to work towards ending violence against children in their respective countries. This support demonstrates that the campaign is helping to increase visibility for the issue of violence against children, strengthening attention to it, and building blocks to deliver longer-term impact and accountability
    3. In May 2017, World Vision released a flagship research report with UN agencies and partners estimating how much aid was spent in 2016 on ending violence against children, specifically drawing out humanitarian aid (www.wvi.org/publication/counting-pennies-review-official-development-assistance-end-violence-against-children).

    IHL and IHRL compliance and accountability

    1. Over the reporting period World Vision actively engaged in joint advocacy with humanitarian partners for humanitarian resolutions to support greater humanitarian access in Syria, which contributed to the renewal of UN Security Council  Resolution 2165.
    2. Continued to lobby for increased Security Council attention to and action in support of responding to humanitarian needs in Myanmar, South Sudan, Central African Republic, and Iraq.
    3. Responding to the specific needs of the Four Famines, World Vision developed a policy brief and engaged in advocacy toward UN Security Council and Member States around the inter-related nature of Conflict and Hunger (https://www.wvi.org/food-assistance/publication/famine-end-point-global-protection-crisis)
    4. As a board member of Watchlist on Children in Armed Conflict, World Vision engaged with the UN Security Council to uphold and support Children and Armed Conflict Agenda and ensure UN Peacekeeping missions have adequate Child Protection Advisors.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Implementation of International Humanitarian Law/International Human Rights Law (IHL/IHRL) is assessed by field-based staff on context-by-context basis.
    • World Vision includes trends in humanitarian space in real time evaluation and lessons learned processes.
    • Campaign progress is measured by changes in policy, laws, attitudes and behaviours, improvements in service provision and funding to address child protection concerns.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Funding amounts
    • IHL and IHRL compliance and accountability
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    • Impunity for violations, ongoing disregard for humanitarian law and normative standards continues to impede humanitarian action and rights-based approach to humanitarian aid.
    • Developing and implementing campaign models in fragile contexts is complex, due to lower staff capacity, higher staff turnover with very low grant funding available for child protection and education focused programming.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. Hold duty bearers to account for Security Council resolutions implementation. Campaign for strengthened reporting on Children and Armed Conflict agenda and resources for Office of SRSG CAAC (UN Special Representative for Children and Armed Conflict)
    2. Initiate a global conversation to end violence against children across 60+ countries
    3. Develop a report in follow up to ‘Counting Pennies’ focusing on modalities for monitoring official development assistance (ODA) investment in ending violence against children.
    4. Strengthen child rights provisions in Global Refugee/Migration Compacts, draw attention on fulfilment of rights of IDP children.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    • Promotion of IHL/IHRL and accountability for violations is a collective responsibility. It can only be achieved by greater collaboration of all stakeholders, especially Member States. Humanitarians must be allowed access, monitoring and reporting of violations/impediments.
    • Increase political attention and humanitarian funding for child protection and education. These remain most underfunded sectors in a response despite more than half of the affected population being children in most level 3 (L3) disasters of 2017.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    • As part of World Vision’s global campaign, in Bangladesh, 17 child-led dialogues with local governments resulted in commitment of US $64,000 for local services to address violence against children.
    • In Sierra Leone, children and young people influenced enactment of traditional by-laws against FGM and child marriage, working towards replication at national level with national laws.

    Keywords

    IHL compliance and accountability, Protection, Youth

  • 2E
    Uphold the rules: a global campaign to affirm the norms that safeguard humanity

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to promote and enhance respect for international humanitarian law, international human rights law, and refugee law, where applicable.
    • Uphold the Norms that Safeguard Humanity
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    Please see reporting under 2D - Take Concrete steps to improve compliance and accountability

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    Please see reporting under 2D - Take Concrete steps to improve compliance and accountability

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Funding amounts
    • IHL and IHRL compliance and accountability
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    Please see reporting under 2D - Take Concrete steps to improve compliance and accountability

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    Please see reporting under 2D - Take Concrete steps to improve compliance and accountability

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    Please see reporting under 2D - Take Concrete steps to improve compliance and accountability

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    Please see reporting under 2D - Take Concrete steps to improve compliance and accountability

  • 3D
    Empower and protect women and girls

    Individual Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • World Vision will provide an essential package of health services to protect and promote the health and nutrition needs of the most vulnerable women, children and adolescents in humanitarian settings.


    • Operational
    • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will review and orient its emergency health and nutrition strategy and delivery approaches, and harmonize its action plan with the 5-year operational framework for implementation of the Every Woman Every Child global strategy.
    • Operational
    • Leave No One Behind
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    During the reporting period:

    1. World Vision advised the Infant and Young Child Feeding in Emergencies (IYCF): Operational Guidance for Emergency Relief Staff and Programme managers (with the UN led Global Nutrition Cluster Infant Feeding in Emergencies (IFE) Core Group) and oriented health, nutrition and advocacy staff on revisions.
    2. Revised World Vision’s milk policy to align with key documents related to IYCF.
    3. Launched an internal Health in Fragile Contexts Working Group to review programmatic investments in this context and make specific recommendation on activity prioritization.
    4. Continued to provide an essential package of health services to protect and promote the health and nutrition needs of the most vulnerable – women, children and adolescents in humanitarian settings in Syria and Iraq, Somalia, Angola.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Quality evaluation, reporting and publishing, most recently of the Ebola and Zika responses.
    • Meta-evaluations, most recently against 10 health programmes implemented in Afghanistan with Aga Khan University.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Data and analysis
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    • Lack of broader institutional prioritization of Health in Fragile Contexts outside of the health sector.
    • Organizational information management systems do not provide accessible quality data for analysis.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. World Vision Emergency Health strategy will be cross-referenced with the UN-led Every Woman Every Child initiative (www.everywomaneverychild.org/about/ ) accountability framework.
    2. In 2018, World Vision will finalize its Health in Fragile Contexts internal programme guidance and policy.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    • Donors and humanitarian actors must invest more in collaboration with local medical associations in the referral of complicated medical cases. Good examples exist in the Syria response and around vaccination activities in Somalia.
    • Health & Nutrition must be prioritised in all responses to meaningfully address people’s needs. This should include a full package of Maternal, New-born and Child Health interventions, including Mental Health and Psychosocial Support, Infant and Young Child Feeding (IYCF) and the Minimum Initial Service Package (MISP).

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    • Integrating health into water, sanitation and hygiene (WASH) with a focus on gender and protection
    • Building partnerships with organizations/leading health institutions such as PAHO, Johns Hopkins University, Aga Khan, Janssen, The London School of Hygiene & Tropical Medicine to improve innovation and quality of program delivery.

    Keywords

    Protection

  • 3E
    Eliminate gaps in education for children, adolescents and young people

    Individual Commitments (3)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision commits to ensure inclusive, equitable, quality education access for all children and to always work towards the global Minimum Standards developed by the Inter-Agency Network for Education in Emergencies.
    • Operational
    • Leave No One Behind
    • World Vision commits to prioritize child protection and education in emergencies as lifesaving interventions; to fund and deliver education and child protection as core aspects of the first phase of an emergency response, and to work towards greater cross-sectoral coordination to ensure children's safety, well-being and recovery.
    • Operational
    • Leave No One Behind
    • World Vision formally endorses the "Key Principles of Community-based Safe School Construction" and commits to adhere to these Principles including by meeting "life safety" standards for every classroom it substantially remodels or rebuilds as part of its emergency responses.
    • Policy
    • Leave No One Behind
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    1. Contributed as a member to the work of the Strategic Advisory Group of the Global Education Cluster.
    2. Developed blended learning 10 month training initiative for World Vision staff on Inter-Agency Network for Education in Emergencies (INEE) Minimum Standards.
    3. Rolled out INEE Conflict Sensitive Package across World Vision's Syria Response (Syria, Jordan, Iraq, Lebanon).
    4. Continued investment in education in emergencies programs in Nepal, Iraq, South Sudan, Jordan, Lebanon, Northern Uganda, Syria Response.
    5. Carried out research on barriers to access to education in the Diffa Region, Niger.
    6. Drafted an Education in Emergencies (EiE) framework with strong interconnection with Child Protection for World Vision use.
    7. Continued to lead the No Lost Generation Initiative, an ambitious commitment to action by humanitarians, donors and policy makers to support children and youth affected by the Syria and Iraq crises. Launched in 2013, the Initiative is now in Phase II https://nolostgeneration.org/.
    8. In September 2017, co-organized a symposium in San Francisco that brought together representatives from private and tech-sector companies to address core issues, including protection and education, facing adolescents and youth affected by the Syria Crisis. https://solutionscenter.nethope.org/events/view/no-lost-generation-silicon-valley-symposium
    9. In September 2017, presented a discussion paper on implementing INSPIRE program strategies to address violence against children in humanitarian contexts at the UN led Alliance for Child Protection in Humanitarian Action annual meeting. World Vision was the first organization to elaborate a possible approach to reducing violence against children in humanitarian settings using the INSPIRE strategies. One of the seven INSPIRE program strategies is on education.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Technical assistance provided in field contexts such as Northern Uganda, Lake Chad Basin, Syria Response.
    • Deployment of Global Technical surge capacity to emergency response.
    • Investment in partnerships through staff time and funding, such as the No Lost Generation Initiative leadership.
    • Global Technical team investment in cross-sectoral coordination.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Funding amounts
    • Human resources/capacity
    B. How are these challenges impacting achievement of this transformation?

    • Lack of priority by donors to Education in emergencies as a lifesaving intervention.
    • World Vision has reduced its Emergency Shelter capacity impacting ability to continue to guide work on ‘Key Principles of community based Safe School Construction’.
    • Need to invest more internally into capacity building and in standard professionalization pathways.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. Trial training package and curriculum on Mental Health and Psychosocial Support developed in partnership with the International Federation of Red Cross and Red Crescent Societies (IFRC) in World Vision Child Friendly Spaces and informal learning spaces.
    2. Brief sector specialists across organization on ‘Key Principles of community based Safe School Construction’ and establish monitoring and tracking mechanism for implementation of ‘Key Principles' in World Vision responses.
    3. Co-lead planning of the second technology summit in Amman, Jordan to address core issues, including protection and education, facing adolescents and youth affected by the Syria Crisis.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    Education and Child Protection should be seen as life saving interventions by all and as central to any response, with funding available to support all children to access protection services, and quality education and training.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    Bringing together representatives from private and tech-sector companies to address core issues facing adolescents and youth affected by the Syria crisis. World Vision co-organised a symposium in September 2017 in San Francisco, https://solutionscenter.nethope.org/events/view/no-lost-generation-silicon-valley-symposium, which is being followed  up by a summit in Amman in 2018.

    Keywords

    Education, Private sector, Protection, Youth

  • 4A
    Reinforce, do not replace, national and local systems

    Individual Commitments (10)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • As a member of the Cash Learning Partnership (CaLP) World Vision commits to work with states, humanitarian and development agencies and the private sector to build consensus, capacity, resources and commitment to scale up multipurpose humanitarian cash transfers in line with the calls to action laid out in the CaLP Agenda for Cash.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision commits to empowering people affected by crises and disasters to be the central drivers in building their own resilience, to being accountable to them, including through the adoption and promotion of the Core Humanitarian Standard and International Aid Transparency Initiative Standard, with clear benchmarks for achieving these.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision is committed to alignment with the Core Humanitarian Standard and will continually strive to improve the quality and accountability of emergency responses to disaster affected communities, donors and partners.
    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision is committed to empowering national and local actors and to this end will (1) engage with communities as first responders, not passive recipients; (2) invest in partnerships that focus on stabilizing and reinvigorating local economies after disasters to build value chains that can help strengthen resilience of communities and ensure an ethical of humanitarian interventions; (3) continue to be led by decentralised decision making of its national affiliates on how to respond to the emergency and the level of support that they required at the local level and to build south to south surge capacity for humanitarian crises; (4) work with the humanitarian and private sector to increase investment in capacity building interventions that strengthen civil society, local business and governments to meet the needs of the most vulnerable citizens, including children, and thereby to increase the potential for locally inclusive growth and resilience.
    • Capacity
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision programming will always work towards compliance with the IASC Guidelines on Mental Health and Psychosocial Support in Emergency Settings and promoting the integration of psychosocial support for girls, boys, men and women in humanitarian response.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will carry out a self assessment against the Core Humanitarian Standard (CHS) by the end of 2017. It will build staff capacity and develop regional plans to conduct CHS self-assessments and subsequent improvement plans.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will consult with children on their needs and wants on a regular basis and ensure consultation mechanisms maintain diversity of views, in pre-disaster, during and post disaster response settings. World Vision also strives to incorporate feedback from children into design and implementation, as well as redesign.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will invest in research to improve cash transfer programming and strengthen the complementarity and coherence of humanitarian cash transfers with child-sensitive national social protection systems.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will seek to deliver 50% of its humanitarian aid through a multi-sectoral and multi-purpose cash first approach by 2020, where context appropriate, such as in urban settings. This will leverage digital payment and identification systems and shared value partnerships with others, such as with Master Card, to track the delivery of assistance from donor to beneficiary.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision will strengthen community health systems to build community resilience and response to health crises, particularly in the most vulnerable and forgotten contexts.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
    • Change People's Lives: From Delivering Aid to Ending Need
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    Building community resilience

    1. In line with its commitment to invest in building community resilience World Vision announced an enhancement to its commitment to the global strategy for Women’s, Children’s and Adolescents’ Health (MNCH) in humanitarian settings. At the UN General Assembly in 2017 it committed to increase it from USD 500 million to USD 2 billion from 2017 – 2030. In 2017, World Vision projects that it invested USD 130 million in Women’s, Children’s and Adolescents’ Health in humanitarian settings.
    2. Continued engagement with the World Health Organization (WHO) and Enhancing Learning and Research for Humanitarian Assistance (ELRHA) on low cost health interventions in Low Middle Income Countries.
    3. Partnered with IFRC on a curriculum and new guide for Child Friendly Spaces. Initial draft reviewed. Planned trial in 2018.
    4. Problem Management Plus (PM+) research in Kenya finalized and to be published in 2018.
    5. Engagement in the international coordination groups on mental health and psychosocial support (MHPSS), including WG, Clusters etc.

    People-centered approaches (feedback mechanisms, community engagement, etc)

    1. World Vision, Save the Children and Plan International carried out a consultation with 200 children affected by the Rohingya Crisis in Bangladesh between 2 December and 5 December 2017. The full report 'Childhood Interrupted: Voices from the Rohingya Refugee Crisis' can be found here: https://www.savethechildren.net/sites/default/files/Childhood%20Interrupted%20Non-embargoed%20low%20res.pdf
      • In every humanitarian crisis, humanitarian organisations have a responsibility to be accountable and to listen to the communities they support, in line with commitments made to the Core Humanitarian Standard. Through children’s consultation, World Vision, Save the Children and Plan International provided a platform for refugee children and children in host communities to speak out, to share their day-to-day experiences, needs and challenges, together with their fears and hopes for the future. This exercise builds on child consultation experiences of the same agencies after Typhoon Haiyan in the Philippines, the Earthquake in Nepal and the Ebola outbreak in Sierra Leone.

    Adherence to quality and accountability standards (e.g. CHS, SPHERE)

    1. Submitted two World Vision Core Humanitarian Standards (CHS) self-assessments for the Kurdish Republic of Iraq and for the Typhoon Haiyan Response.
    2. Integrated CHS in World Vision's Real Time Evaluations to improve organisational learning around CHS implementation and adaptation.
    3. World Vision Regional Disaster Management Teams in West Africa and Southern Africa have received capacity building on CHS and incorporated CHS into their work.
    4. Contributed to the CHS translation into Chinese version together with Oxfam Hong Kong, Plan International (China) and Zhuoming Disaster Information Service Center. A launch event for the CHS Chinese translation was held during the occasion of “Psychological Support International Forum 2017” in order to introduce the CHS and share the practical experiences on CHS application to the INGOs and NGOs working in China. Around 120 participants from the academia, INGOs, local foundations and NGOs joined this meeting.

    5. Supported Steering Committee for Humanitarian Response visit in Iraq to look at participation of communities in humanitarian response.

    Strengthening national/local leadership and systems

    1. Analyzed the capacity of World Vision's internal humanitarian reporting mechanisms to track % of funding going to local partners and have started to consolidate figures.
    2. Carried out assessment of number of local partners in global food assistance portfolio in Somalia, where World Vision partnered with 48 local organizations
    3. Advocated on the Somalia HCT with donors to move forward on WHS commitments to fund local organizations
    4. Contributed to VOICE ’s paper on Localisation
    5. Worked with Australian NGOs to develop best practice principles for working with local organisations in humanitarian response in the Pacific
    6. In global and local fora World Vision emphasized importance of local business partners in humanitarian response, with a focus on community businesses and refugee entrepreneurs. Examples include:
      • supporting first public-private sector disaster response simulation exercise in Kenya as a member of the Humanitarian Private Sector Partnership Platform
      • holding global ICT 4 Emergencies' Training in Northern Uganda South Sudan refugee response

    Cash-based programming

    1. In 2017, World Vision provided 28% of food assistance and 20% of multi-sector humanitarian assistance as cash based programming (CBP).
    2. Approximately 63% of CBP was delivered as ‘e-Cash’
    3. Established an interdepartmental Cash Unit, expanded pool of deployable CBP experts, expanded  CBP tracking system
    4. Member of 15 national Cash Working Groups, co-chaired Global Food Security Cluster Cash and Market Working Group, member of the CaLP Board and TAG, on CashCap Steering Committee.
    5. Continued support to the ELRHA global prioritization exercise which published its Phase 1 report this year: https://www.elrha.org/wp-content/uploads/2017/03/Elrha-GPE-Phase-1-Final-Report_Nov-2017.pdf
    6. Investing in multi-stakeholder engagements and partnerships. Example:
      • partnering with private sector, Banco Popular to respond to Puerto Rico hurricane relief utilizing unconditional multi-purpose CBP to reach single-parent community members in remote areas.
    7. Innovation by combining CBP with complementary multi-sectoral activities. Examples:
      • Somalia integrated education, WASH, livelihoods CBP project to improve school attendance.
      • Uganda Refugee Response, UNHCR partner cash program strengthening community-based foster care for unaccompanied South Sudanese children.
      • Lake Chad Basin addressing humanitarian-development nexus by piloting ‘Graduation Approach’, combined CBP and livelihoods activities, Village Savings and Loans, micro-enterprise development

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Tracking of investments in maternal, newborn and child health (MNCH) against USD 2 billion target.
    • Findings of children’s consultation informed Bangladesh Humanitarian Response Plan (March to December 2018).
    • CHS self-assessments and improvement plans.
    • Local Partnering Capacity Assessments and improvements tracking local partnering data across global humanitarian portfolio.
    • Internal reporting systems tracking progress towards 50% cash target.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    • Multi-stakeholder coordination
    B. How are these challenges impacting achievement of this transformation?

    • Demand for capacity building in CBP has rapidly outstripped supply.
    • Humanitarian system does not prioritise children’s voice and needs. Sectors focused on children continue to be underfunded despite children accounting for over half affected population in most Level 3 (L3) emergencies in 2017.
    • CHS self-assessment time requirements impeding faster scale up.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. Meta assessment of health in fragile contexts programming.
    2. Publication of MHPSS research and capacity of Syria, Iraq, Kenyan staff.
    3. Conduct two CHS self-assessments.
    4. Launch 2018 Smart Communities’ partnership with PowerAfrica, Mastercard etc and civil society.
    5. Start pilots in East Africa for connectivity, digital ID service for displaced and hosting households.
    6. Improve tracking systems for local partnering in humanitarian portfolio.
    7. Research with cash task forces for the Alliance on Child Protection and Health Cluster.

     

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    • With children accounting for over half of affected population in most L3s, find new ways to become child focused. Measures and accountability for child protection mainstreaming across sector programmes must be institutionalized.
    • Collective implementation of partner commitments to the CaLP Agenda for Cash.
    • As the majority of CBP is realized through donor grants, the industry’s ability to scale cash will depend on the rate at which resources to do cash transfers become available.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    In Nepal, World Vision provided cash transfers through SIKKA, a financial services network and data transfer solution designed for rural and unbanked populations. SIKKA uses block chain technology allowing the user to easily trade and buy goods/or services using their phone through a simple interface making it accessible to populations lacking technical knowledge.

    Keywords

    Cash, Community resilience, Local action, People-centred approach, Private sector, Quality and accountability standards

  • 4B
    Anticipate, do not wait, for crises

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • World Vision commits to drive cross-sector coordination, pre-positioning of partners, expertise, reach and resources promoting collaboration and co-creation of products and services with business for and with disaster-affected communities. World Vision is committed to partnering with the Connecting Business Initiative to ensure these voices are heard.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
    • Change People's Lives: From Delivering Aid to Ending Need
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    1. Contributed to Kenya pre-election contingency planning & follow up on private sector disaster management simulation exercise, which was the Humanitarian Private Sector Partnership Platform (HPPP)/Connecting Business initiative (CBi) first private sector disaster response simulation in Nairobi with United Nations (UN), business & civil society.
    2. Co-facilitated business field visits of the UN Under-Secretary General for Humanitarian Affairs Stephen O’Brien, government officials and HPPP chair Equity Bank to drought affected villages in Moyale, Marsabit County/ Kenya to see cash transfer (HungerSafetyNet) projects.
    3. Provided entry points and connections for HPPP to private sector actors and facilitated follow up engagement with Private Sector Foundation Uganda, Equity Bank, Afripads & MasterCard during and post the Solidarity Summit in Uganda, June 2017.
    4. Contributed to planning & structure of the Solidarity Summit Private Sector Side event on behalf of World Vision.
    5. Facilitated joint training with the World Food Programme (WFP) & HPPP members: DanOffice IT, Thuraya for World Vision International global ICT 4 Emergencies' Training in Northern Uganda, which included a field visit to World Vision’s refugee response programs in Uganda.
    6. Promoted importance of local and multinational business in disaster management at humanitarian and development conferences/ fora with references to Connecting Business initiative (including use of social media and blogs – e.g. Investing in “frontier markets of fragile contexts” - a “New Way of Working” with Small/Medium Enterprises through multi-stakeholder partnerships in refugee crises. Business Fights Poverty Blog https://businessfightspoverty.org/articles/a-new-way-of-working-with-smes-to-tackle-the-refugee-crisis/)
    7. Co-facilitated preparation of Humanitarian Private Sector Partnership Platform (HPPP) new chair election.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Continued investment of staff time and contribution to promoting CBi/HPPP work.
    • Incubating new multi-stakeholder partnerships and platform.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Buy-in
    • Information management/tools
    • Strengthening national/local systems
    B. How are these challenges impacting achievement of this transformation?

    Prioritizing hiring a full time Humanitarian Partnering position to lead global engagement in 2018 and to continue to strengthen support to multi-stakeholder initiatives like CBi. This and potential additional functions are aimed at organizational capacity building through update information management of external cross-sector engagement opportunities.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. Continue to support the co-secretariat function of HPPP/CBi
    2. Facilitate one of the CBi pilot country tools & case study work on complex emergencies
    3. Help draft and design HPPP/CBi’s 2018 work plan
    4. Continue to enhance efforts to bring local business, and especially Small/Medium Enterprises (SME) representatives into the network, promoting tangible projects and advocacy engagements.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    • Donor funding support for enhanced facilitation and for local partners especially SMEs in fragile contexts. This would foster rapid learning, sharing of best practises in this area across the business and humanitarian sectors.
    • Concerted engagement of younger generation critical for strategic and pragmatic cross-sector partnerships in humanitarian action, for example through Singapore & Yangon regional youth conference presentations to 400+ young professionals discussing engagement opportunities for social enterprise start-ups in disaster management.

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    Keywords

    Community resilience, Disaster Risk Reduction, Local action, Private sector, Youth

  • 4C
    Deliver collective outcomes: transcend humanitarian-development divides

    Joint Commitments (2)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • World Vision commits to taking concrete steps to ensure that humanitarian action is based on high quality evidence. It will do this by investing in research and the collection, synthesis and analysis of data, by improving the quality and accessibility of this evidence, and by adopting better practices and systems to use and value evidence. It will commit to developing this more evidence-based humanitarian sector through collaborations that are multi-national, multi-organisational and multi-sectoral.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    Partners: DFID, IRC, Evidence Aid, ELRHA and others

    • Commit to taking concrete steps to ensure that humanitarian action is based on high quality evidence. We will do this by investing in research and the collection, synthesis and analysis of data, by improving the quality and accessibility of this evidence, and by adopting better practices and systems to use and value evidence. We commit to developing this more evidence-based humanitarian sector through collaborations that are multi-national, multi-organisational and multi-sectoral.


    • Policy
    • Change People's Lives: From Delivering Aid to Ending Need

    Partners: Active Learning Network for Accountability and Performance (ALNAP), IMPACT Initiatives, Humanitarian and Conflict Response Institute (HCRI) - University of Manchester, Public Health in Humanitarian Crises Group - London School of Hygiene and Tropical Medicine (LSHTM), Centre for Education and Research in Humanitarian Action (CERAH), International Initiative for Impact Evaluation (3ie), Wiley, Centre for Development and Emergency Practice (CENDEP), School of Architecture, Oxford Brookes University, Cochrane, Queen’s University Belfast, REACH Initiatives, ELRHA, Georgetown University, The Assessment Capacities Project (ACAPS), Groupe URD, Center for Refugee and Disaster Response - Johns Hopkins Bloomberg School of Public Health

    Individual Commitments (12)

    • Commitment
    • Commitment Type
    • Core Responsibility

    • Having already committed $3 billion ($2 billion in cash and $1 billion in kind) to the global strategy for Women's, Children's and Adolescents' Health, World Vision is committed to spending 24% of this commitment (equivalent to $500 million) in health, nutrition, HIV & AIDS and WASH in humanitarian settings between 2016 and 2020.


    • Financial Contribution ()
    • Change People's Lives: From Delivering Aid to Ending Need
    • Where context appropriate, World Vision will work towards collective outcomes that have a positive impact on overall national indicators of advancement toward the 2030 Agenda (SDGs), based on complementarity and identified comparative advantage among actors, whether local, national or international, public or private.
    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision aims to reach 20% of children in need of humanitarian assistance when it responds to conflict and natural disasters by 2020.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision commits to drive cross-sector coordination, pre-positioning of partners, expertise, reach and resources promoting collaboration and co-creation of products and services with business for and with disaster-affected communities. World Vision is committed to partnering with the Connecting Business Initiative to ensure these voices are heard.


    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision commits to promote ethical principled humanitarian and business action based on facilitating better mutual understanding of roles and responsibilities, ensuring joint monitoring and evaluation, impact measurement of partnerships, continuous mutual capacity building and accountability.


    • Advocacy
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision commits to promote platforms that improve information sharing/management and networking - jointly identify needs, service and product gaps; pre-position partnerships, support mutual capacity building; address humanitarian and resilience building needs through innovation and shared-value creation and joint advocacy with local to multinational business; ensure that all stakeholders are integral participants in government-led disaster management from preparedness planning, to humanitarian response and recovery - promoting mutual capacity building in humanitarian principles/ DRR standards, creating joint investment resulting in self-reliance through profitability for business and communities.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision commits to the Urban Crisis Charter and as a Global Alliance partner will: (1) strengthen its institutional capacity for prevention, preparedness and response to urban humanitarian crises by ensuring a basic understanding of urban contexts for staff engaging in urban crisis response by 2020; (2) actively support the core functions of the Alliance by providing support through joint advocacy, sharing information and contributing to evidence building; (3) tailor humanitarian response to the urban context by developing shared assessment and profiling tools, promoting joint analysis, and adapting coordination mechanisms; (4) develop or work with existing global, regional and national rosters to facilitate the deployment of urban leaders, managers and technical experts; (5) build the evidence base on the specific characteristics of protracted displacement in urban areas, and contribute to the design of appropriate and cost-effective responses, with particular regard to protection of vulnerable people, shelter and basic services and infrastructure; (6) ensure initiatives focused on building urban resilience incorporate components on resilient response and recovery from crises, and leverage greatest impact in cities most at risk of humanitarian emergencies; (7) produce a guidance note, in partnership with International Rescue Committee and the Norwegian Refugee Council, on how to operationalise area-based approaches and which will cover cash, private sector and market analysis, economic protection, and housing, land and property rights.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need
    • World Vision commits to working with partners to move towards market-linked forms of humanitarian assistance which strengthen local enterprises and their connection to regional and global opportunities in disaster management. World Vision is committed to promoting cross-sector partnership platforms supported by e-portals to enable systematic long-term private sector, UN, NGO and government partnerships in urban and other fragile protracted disaster contexts.
    • Partnership
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision is committed to the Global Alliance for Humanitarian Innovation (GAHI) as a key mechanism for prioritizing innovation and ensuring that it is an integral part of the new humanitarian business model. To this end World Vision will: (1) promote the development of lessons learned, best practices and evidence platform within the GAHI; (2) promote specific targets for expenditure on innovation and R&D as a global best practice amongst partner organizations; (3) promote programmes towards measurable outcomes; (4) champion innovations and approaches that can be replicated and scaled globally and promote the adoption of innovative products and processes; and (5) develop and lead practice groups for promoting specific innovations in response to humanitarian challenges and leverage existing networks and solutions for the purposes of supporting the priorities of the GAHI.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision will improve health outcomes through cross-sectoral action on food, nutrition, water, sanitation and hygiene.


    • Operational
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision will increase its investment in humanitarian research and learning and collaboration with others, such as ELRHA, Evidence Aid, R2HC, ALNAP, to strengthen the evidence base in protracted crises, conflicts and disasters and to promote specific targets for expenditure on R&D as a global best practice.


    • Financial
    • Change People's Lives: From Delivering Aid to Ending Need

    • World Vision will provide an essential package of health services to protect and promote the health and nutrition needs of the most vulnerable women, children and adolescents in humanitarian settings.


    • Operational
    • Leave No One Behind Change People's Lives: From Delivering Aid to Ending Need

    Core Commitments (1)

    • Commitment
    • Core Responsibility
    • Commit to a new way of working that meets people's immediate humanitarian needs, while at the same time reducing risk and vulnerability over multiple years through the achievement of collective outcomes. To achieve this, commit to the following: a) Anticipate, Do Not Wait: to invest in risk analysis and to incentivize early action in order to minimize the impact and frequency of known risks and hazards on people. b) Reinforce, Do Not Replace: to support and invest in local, national and regional leadership, capacity strengthening and response systems, avoiding duplicative international mechanisms wherever possible. c) Preserve and retain emergency capacity: to deliver predictable and flexible urgent and life-saving assistance and protection in accordance with humanitarian principles. d) Transcend Humanitarian-Development Divides: work together, toward collective outcomes that ensure humanitarian needs are met, while at the same time reducing risk and vulnerability over multiple years and based on the comparative advantage of a diverse range of actors. The primacy of humanitarian principles will continue to underpin humanitarian action.
    • Change People's Lives: From Delivering Aid to Ending Need
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    Joined-up humanitarian-development analysis and planning towards collective outcomes

    1. World Vision's new global strategy 'Our Promise 2030' (ourpromise2030.org/wp-content/uploads/2017/03/World-Vision-Strategic-Overview.pdf, see p9), explicitly aligns World Vision internal measures of child well-being to the Sustainable Development Goals (SDGs), including measures for collective outcomes to communicate its contributions to SDGs. Additional progress covered in 4A.
    2. World Vision reached 18% of crisis affected children (as per the total # of affected children in UN appeals) across its active country responses between October-December 2017. Begun process of collecting this data on a quarterly basis. The first quarter data collected in December 2017.
    3. In line with its commitment to invest in building community resilience World Vision announced an enhancement to its commitment to global strategy for Women’s, Children’s and Adolescents’ Health (MNCH) in humanitarian settings. At the UN General Assembly in 2017 it committed to increase financial commitment from USD 500 million to USD 2 billion from 2017 – 2030. In 2017 World Vision invested USD 130 million in Women’s, Children’s and Adolescents’ Health in humanitarian settings.

    Other-4C

    1. Continued support to the ELRHA global prioritization exercise which published its Phase 1 report this year: https://www.elrha.org/wp-content/uploads/2017/03/Elrha-GPE-Phase-1-Final-Report_Nov-2017.pdf
    2. Developed a large research proposal to study impact of cash based programming within a health and nutrition programme on child protection outcomes.
    3. Began implementation of a study comparing the effectiveness of a cash transfer based intervention with a food voucher based intervention on the nutritional outcomes of pregnant and lactating women
    4. Collaborated with the Alliance for Child Protection in Humanitarian Action to establish a learning and evidence taskforce on Child Protection and cash.
    5. Collaborated with the Global Health Cluster to establish a learning and evidence taskforce on health and cash – which carried out an evidence review and produced a report on the existing evidence and gaps to guide further research.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Contribution to SDGs and measure of achievement towards World Vision 'Our Promise 2030' strategy.
    • Tracking of investments in MNCH against USD 2 billion target.
    • World Vision's field office annual reports, which highlight trends and changes in wellbeing of children
    • Research implementation and change impact based on results.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Field conditions, including insecurity and access
    • Funding amounts
    • Funding modalities (earmarking, priorities, yearly agreements, risk aversion measures)
    B. How are these challenges impacting achievement of this transformation?

    • Funding resources for research into humanitarian action separate to donor funding of programming is still scarce and donor funding for research is not well aligned with their own programme funding for operations.
    • Field conditions, including insecurity and access impede World Vision's ability to reach more children in fragile contexts.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. Monitor and report on 'Our Promise 2030' implementation.
    2. Continue to track number of children reached relative to total number of affected children on a quarterly basis.
    3. Conduct a meta assessment of health programming in fragile contexts, as well as external literature review, towards development of a recommendations framework for improvements.
    4. Promote research agenda for cash based programming and seek collaborations and funding for implementation.
    5. Support Cash Task Forces in Alliance for Child Protection and in the Health Cluster to pursue research opportunities and funding.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    Donors should consider how to better align and make operational funding and research funding more linked together to improve coherence between research and humanitarian programming and better incentivize and allow partners to integrate research into programming. For example donor research funding could be increased to include programme funding, or programme funding in specific priorities areas should be earmarked to solicit or insist it includes research within it.

     

    6. List any good practice or examples of innovation undertaken individually or in cooperation with others to advance this transformation.

    World Vision is investing in digital systems to more accurately track beneficiary numbers, which will help to measure how close WV is to meeting its commitment to reach 20% children in response settings.

    Keywords

    Cash, Humanitarian-development nexus

  • 5C
    Invest in stability

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision's privately funded global development portfolio is worth over US$ 1 billion per year. To help protect development gains and bridge the relief-development divide, it commits to allocate up to 20% of its development funding as a crisis modifier when its national affiliates decide this is required to act quickly to prepare and respond to humanitarian needs when disasters strike.
    • Financial
    • Invest in Humanity
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    1. In 2017, USD 34 million (5% of total privately raised development funding) was reallocated as a crisis modifier to respond early and quickly to emerging humanitarian crises to save lives and protect development gains.
    2. Conducted joint research with Humanitarian Outcomes to share field perspectives on experiences with multiyear funding in five countries. This was used to develop a set of evidence- based recommendations that were shared with the Inter-Agency Standing Committee (IASC) Humanitarian Financing Task Team. The research report will be published in early 2018.
    3. Undertook a comparative study of World Vision’s Humanitarian and Development Programming in South Sudan. The projects examined were funded by the Government of Canada.
    4. Actively participated in the IASC Humanitarian Financing Task Team.
    5. As part of the VOICE GB Taskforce, World Vision co-drafted a briefing note on Multi Year Funding and presented field perspectives on the linkages between humanitarian and development funding at the European Development Days.

     

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Measuring % of development funds allocated to specific large scale responses.
    • Conducting research into effects of crisis modifiers and multi-year funding.
    • Monitoring improvements in World Vision’s internal tracking system to track Multi Year Funding grants across the organization.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Data and analysis
    • Information management/tools
    • Joined-up humanitarian-development analysis, planning, funding and/or response
    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. Publish research conducted with Humanitarian Outcomes on Multi Year funding.
    2. Complete a report of a survey of implementing organization’s perspectives on the Benefits of Multi Year Funding granted to NGOs by Global Affairs Canada.
    3. Improve World Vision’s internal tracking system to track Multi Year Funding grants across the organization.
    4. Continue participation in key Multi Year Financing policy and practice forums and initiatives.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    • Greater financial predictability and flexibility at system level by bilateral and multi-lateral donors that meet Grand Bargain (GB) and Good Humanitarian Donorship (GHD) definitions. GB signatories and GHD donors should invest in consortium approaches that can help progress objectives of multi year program funding while progress is made to reach a critical mass for multi-year funding.
    • World Vision’s five country study found that multi-year program funding facilitates greater staff, asset retention. Donors and implementers should consider how this benefits disaster impacted communities.

  • 5E
    Diversify the resource base and increase cost-efficiency

    Individual Commitments (1)

    • Commitment
    • Commitment Type
    • Core Responsibility
    • World Vision is a member of IATI and commits to improving its cost efficiency and transparency by expanding and improving the quality of its reporting data; building permanent capacity to do IATI reporting into its organizational systems; and increasing the frequency of reporting on IATI.
    • Financial
    • Invest in Humanity
    1. Highlight the concrete actions taken between 1 January – 31 December 2017 to implement the commitments which contribute to achieving this transformation. Be as specific as possible and include any relevant data/figures.

    1. World Vision International published its grant funded humanitarian (and other) programming on International Aid Transparency Initiative (IATI) at the end of 2017
    2. Consulted internally and externally with peer organisations to develop an organization-wide plan to ensure IATI reporting is timely and comprehensive in future and to replace separate UN Financial Tracking Service (FTS) reporting.
    3. Engaged in the Grand Bargain Transparency work stream with the Dutch Government to provide an NGO perspective into the Terms of Reference for the Development Initiatives consultancy for the work stream that is now taking place.

    2. A. How are you measuring progress toward achieving your commitments? Only the categories selected by the organisation will be seen below.
    • Through existing, internal systems or frameworks for monitoring, reporting and/or evaluation.
    • By reporting to, or using reports prepared for, UN principal organs, UN governing boards, or other international bodies
    • Through multi-stakeholder processes or initiatives (e.g. IASC, Grand Bargain, Charter for Change, etc).
    B. How are you assessing whether progress on commitments is leading toward change in the direction of the transformation?

    • Engagements with UN FTS team to maintain quality and integrity of World Vision’s FTS data Completion of the FTS reporting requirements for calendar year 2017.
    • Provision of quarterly update to FTS.
    • Increasing breadth and quality of data reported through IATI.
    • Putting in place an organisation wide work plan for growing IATI reporting.

    3. A. Please select no more than 3 key challenges faced in implementing the commitments related to this transformation. Only the categories selected by the organisation will be seen below.
    • Data and analysis
    • Information management/tools
    • Institutional/Internal constraints
    B. How are these challenges impacting achievement of this transformation?

    Future efficiency gains likely to come from ability to track how funding flows through the system from original donor to final implementer.  When FTS can track it will enable assessment of most efficient routes for funding.  Currently have no comparable data about this so can’t compare the true costs of CERF, pooled funds, direct awards.

    4. Highlight actions planned for 2018 to advance implementation of your commitments in order to achieve this transformation.

    1. Complete FTS reporting for 2017, provide quarterly update to FTS and ensure reports uploaded to FTS site in timely manner.
    2. Include WV projects funded by WFP in IATI reporting
    3. Convene internal working group to develop a plan for aligning IATI and FTS reporting, accelerating our publishing to quarterly, as well as agreeing a timetable for consulting on including privately funded activities and results in our publishing.

    5. What steps or actions are needed to make collective progress to achieve this transformation?

    The Grand Bargain transparency work stream, where most of the work is taking place, does not have as much visibility in the NGO community as other work streams. Focusing on pre-existing systems like FTS and IATI has saved a lot of time in the development of systems but the discussion is still at a technical level. In order to attract more NGO action the work has to start having a tangible, positive impact on field operations.

    Keywords

    Transparency / IATI

Attachments

  • WHS Commitments Attachments
    Transformation - 1C, 4C | Community resilience, Gender